American Express: The journey to becoming an organization of Situational Leaders! - MADELYN MARINO
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American Express: The journey to becoming
an organization of Situational Leaders!
MADELYN MARINO
MEMBER SINCE 2004
DONNA IGARTA
MEMBER SINCE 2002
Agenda
American Express Overview
Blanchard Journey and Major Milestones
- 2003 Culture Initiative
On your mark, get set
Go!
- 2004 Introduction of Situational Self Leadership
- 2005 Measurement
- 2006 Talent Strategy
- 2007+ Sustainability
Outcomes/Metrics
Best Practices
2
American Express Overview
Founded in 1850
World leader in providing charge and credit cards
World's largest travel agency, offering travel and
related consulting services to individuals and
corporations around the world
Headquartered in the World Financial Center in
New York City
American Express operates in over 130 countries
around the globe and has more than 65,000
employees worldwide
CEO Ken Chenault
3
Highlights of the Journey
2003
Culture Initiative
2004
Situational Self Leadership
2005
Measurement
2006
Talent Strategy
2007+
Sustainability
4
Amex Culture Initiative – 2003
On your mark, get set
Reacted to changes in the business environment: intense business competition,
higher customers expectations, and the economic/geopolitical environment
A renewed focus on the American Express Values with the introduction of our 8
Leadership competencies
Through SLII and the culture change, develop our leadership capabilities:
- Respond more effectively to current challenges
- Support our leadership community by learning to anticipate trends
and adapt behaviours to new and evolving situations
5
Preparation
Cost/budget implications
Stakeholder Analysis
- Senior Leader sponsors
Deployment Options
- Learning System
- Technological requirements
Culture of the business/region
Language requirements
Communications Plans
6
The Journey Begins
GO!
Introduction of Situational Leadership II in a one-day, two-day and web-
based format (approximately 6 hours)
Content was customized to represent the culture work, Amex values and
Leadership Competencies
Translated materials into seven languages (Spanish, German, Italian,
Brazilian Portuguese, Chinese, Japanese, French)
Top – down approach mandating attendance for our senior leaders
Sponsorship of our Senior Leaders as co-facilitators
Situational Leadership II Skill Building sessions began
Train the trainers of internal Amex employees
7The Blended Approach
EVENT KICKOFF LEARNING EVENT WRAP UP SUSTAINABILITY TOOLS
Sponsor Launch Instructor Led or Extended Learning Instant Advice
Web-based Coaching Sessions
THE BLENDED LEARNING EXPERIENCE
TIMING 1 Hour In person 1 or 2 day 1 Hour Ongoing
In Person/Virtual Online Approx. 6 hours In Person/Virtual
Set Rationale for Culture Reiterate senior leader
Work sponsorship
Establish Business Evaluate impact
Context Launch follow-up
Communicate Plan activities
OBJECTIVES Identify gaps in capability Outline process for
and link to business monitoring impact
performance Outline deployment plans
for 30 – 40 deployment
8Addition of Situational Self Leadership – 2004
Creating Self-Empowered and Engaged employees through the
implementation of Situational Self Leadership (SSL) in a one-day and
web-based format
- Develop skills and Partner for Performance effectively with leaders
Customized to represent the culture work, Amex values and Leadership
Competencies
Translated materials into seven languages (Spanish, German, Italian,
Brazilian Portuguese, Chinese, Japanese, French)
Bottom – up approach from our individual contributors
Train the trainers of internal Amex employees
9Time to Evaluate the Journey – 2005
Which way do we go?
Report on improvements in behavior attributed to attendance of
Situational Leadership II
Measured Levels 1 (reactions), 2 (learning), 3 (behavior change),
4 (business impact) and 5 (Return on Investment)
Improvement measured via an Amex proprietary assessment
- Specific SLII skills (directive versus supportive)
- Amex leadership competencies (Builds Diverse Talent, Drives Results, and
Communicates Effectively)
Transfer Climate: factors that enable and/or disable successfully putting SLII
behaviors into practice
- Groups with high transfer climates e.g. high leader support and follow-up
show greater impact than participants with low transfer climates
10What did we learn? “Successes” and “Obstacles” SLII was most helpful at improving coaching skills, increasing the reward and recognition of employee contributions, and enabling more frequent one-on-ones Obstacles = time, no follow-up to drive usage on a daily basis, and no short-term incentive to apply the concepts and use the language How Can We Maximize the Impact and Sustainability of SLII? Impact can be maximized when participants have leaders who support training, have one-on-one conversations about how to apply SLII on the job, and when participants expect to be recognized or rewarded for their SLII improvements
We answered the question… Sustainability Tools
SLII SSL
Meetings Blended 1-1
In a Solution Conversations
Box
SLII
Tied to Communication
PMP
TIPS
Learningmore
Learning morefocused
focusedand
andhas
hasmore
moreimpact!
impact!
12The Journey Changes – 2006
Changes in Amex organization – move Amex from Good to Great
Develop “one” Amex Talent Strategy
One overall Leadership Model for Amex (Streamline all of the different LOB
models)
To create a “brand” for leadership development at Amex which would represent
how talent/leadership is developed at Amex
Movement from Satisfaction to Engagement (changed the name of the ESAT
survey from “satisfaction” to “engagement”)
Focus on the people leaders
- Mandated SLII to all people leaders
- Other courses mandated throughout the organization
Top down and bottom up approach
13How we handled the change
Updated materials to include engagement themes
- Upskilled both internal and external facilitators
- Updated blended solutions (kick-off and wrap-up)
Situational Leadership II was mandated for all people leaders and reinforcement
was highly recommended
- Increased number of available classes
- Improved end-user experience
Partnered with Pat Zigarmi of Blanchard to help embed the language
- “Bake” SLII into their Performance Management Process so it is hard-wired
14Sustainability – 2007 and beyond
Intellectual Property License
- Embedding the language further
- Just in time training sessions
Reviewing Blanchard’s NEW SLII
sustainability modules:
- Building Trust
- Challenging Conversations
- Giving Feedback
Evaluate Situational Self Leadership participants
- If their leaders attended Situational Leadership II was there a bigger impact
In process of reviewing Blanchard’s NEW “21 Days to Becoming a Situational
Leader Action Plan” to include in the participant materials as a takeaway
15Along the way….Obstacles and Initiatives
OBSTACLES INITIATIVES
Multiple Language Needs Translations
Prescribed Target Audience Global Deployment
Budget Restrictions Awareness
Evaluations End User Experience (LS)
SLII 1-Day vs. 2-Day
Level III and IV Initiative
16The Outcomes/Metrics
Participant Activity
- Situational Leadership II
- Situational Self Leadership
Overall Blanchard Activity
Train the Trainer Activity
Evaluation Data
17Situational Leadership II Participant Activity
1,419
5,376
1,631
2,586
880 11,892 participants have
attended SLII since 2003.
Participants 18Situational Self Leadership Participant Activity
148 2,086 participants have
attended SSL since 2004.
294
1,299
345
Participants 19Overall Blanchard Activity
0.64% 0.34%
14.59%
SLII
SSL
Skill Building
Meetings in a box
84.43%
In total we’ve put over 21%, or nearly 14,000 Amex employees through
Blanchard Programs!
20Building Internal Capabilities: Train-the-Trainer
Activity
25 Train-the-Trainers have been conducted Globally at American Express
148
Trainers
# of Sessions France India/Australia Mexico USA
52
Trainers Situational Leadership II 1 4 2 12
Situational Self
Leadership
0 4 0 2
21Evaluations Database
In 2006 the evaluation form was enhanced to help us understand the participant
experience
Amex created an evaluation database to house all evaluation summaries, this
enabled us to provide a cohesive view of program ratings and facilitator ratings
Created process with Blanchard to populate all evaluations into the database
and send to Amex on a monthly basis
Collected approximately 1,545 Evaluations
Facilitator Ratings
22SLII/SSL Level 1-2 Evaluation Ratings in 2006
I can apply Overall, I
I acquired new the was Overall, the
knowledge and knowledge/s satisfied facilitator
/or skills from kills to my with this was # of
Program this course job course effective Evals.
SLII – One
Day 4.69 4.71 4.63 4.74 587
SLII – Two
Day 4.75 4.74 4.74 4.71 300
SSL 4.59 4.58 4.53 4.65 690
Astonishing results out of 1500 evaluations completed there were no
ratings below 4.5 on the satisfaction ratings!
23Best Practices
Improved TIPS Process
New Evaluation Database
End User Experience
Marketing Strategy
2425
Questions???
For additional questions please contact
Madelyn Marino 212-640-3419 or Madelyn.m.marino@aexp.com
Donna Igarta 212-640-1228 or Donna.a.igarta@aexp.com
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